please help me with the 3 steps Solving approach.

textbook: Organizational Behavior: A Practical, Problem Solving Appoach

page: 543-44

author : Angelo Kinicki

PROBLEM SOLVING APPLICATION CASE Leadership Matters! Elon Musk is widely regarded as one of the most cessful entrepreneurs in history. He became a lionaire by age 31 after founding and selling several Successful startups-most notably the company that would later be known as Paypal in 2004 Musk Invested $6.3 ion into Tesla Motors and soon after became the company's CEO." Musk has a keen ability to express ideas and get people excited about them and has garnered praise for his inspiring and visionary leadership Author Dale Buss argues that a huge part of Musk's motivo tional quiver is to come up with and continually express other worldly goals that appeal to the passions of his employees as well as to his own ambitions 3 Todd Maron, Tesla's former general counsel, said Muskis "someone who empowers you to be better than you think you can be," adding that he has extraordinarily high standards, and so he pushes you to be your abso lute best Another former employee described Musk as "the smartest person I have ever met." adding 1 can't tell you how many times I prepared a report for him and he asked a question that made us realize we were looking at the problem completely wrong MUSK'S LEADERSHIP STYLE AND BEHAVIOR Some have criticized Musk's aspirations to change the world as outlandish and his ideas as unachievable, but Musk doesn't believe in impossibilities. Says author Christopher Davenport, "People are always telling him he can't do it. But he doesn't like to hear it can be done. He categorically rejects that. It's all about. "How can we do it? A recent example of Musk's stub bornness is the production of the Model 3. After the company revealed the concept to the public and locked in production dates, Musk called a meeting to tell executives he had a dream that the entire produc tion process had been fully automated. In other words, vehicle production would require no humans from start to finish. He wanted to make the dream a reality, he wanted to do it with the Model 3, and he wanted to begin production four months ahead of Tesla's original schedule. What followed were several months of what former executives and employees describe as a famil- iar pattern: executives told Musk his idea wasn't achievable, he disagreed, and engineers resigned when they realized they couldn't reason with him.13 Musk eventually conceded that his idea for fully automated production of the Model 3 was non starter and he and his workers scrambled to get pro duction back on track by working 80-100 hour weeks Customers waited months past delivery dates for the vehicles and took to social media to Lambast the company. Further, many of the Models that were delivered needed costly and time-consuming repairs. Musk would later refer to the ordes as "production he Some blame Musk's inability to delegate for Tesla's problems and for the recent exodus of more than 36 VPs and other high-ranking executives. Musk wants things done his way down to the tiniest det and often rejects industry best practices along with advice from his senior leadership. For example, Musk once instituted a new workflow management method against the advice of his production workers. The employees secretly reverted to Toyota's Kanban method when Musk's technique ultimately slowed pro duction." Author Barry Enderwick befevas Musk's micromanaging style.displays a fundamental derstanding of what leadership means. No one person can do everything at a company Others blame Musk's mental health for his down ward spiral lind describe him as emotionally unstable and fragile. Musk developed a reputation on the pro duction floor for openly ridiculing. Insulting and buy Ing workers who fell short of performance targets. He appeared extremely sensitive to skeptics, chen reas signing workers who questioned his ideas to new departments, uninviting them to important meetings and even firing them. Musk also displayed frequent emotional reactions to Isolated customer complaints on social media. As a former employee recalls "Some customer would tweet some random complaint and then we would be ordered to drop everything and spend a week on some problem affecting one loud- mouth in Pasadena, rather than all the work we're sup posed to do to support the thousands of customers who didn't tweet that day. Musk's recent public appearances and social media posts have raised consumer concerns about his ability to deliver on his promises and successfully run his companies. In one instance, he angrily tweeted that a diver sent to rescue a trapped Thai boys' soccer team was a pedophile after Musk's offer to assist with the res- cue was declined. The diver filed a defamation lawsuit Leadership Effectiveness CHAPTER 13 against Mush for this damaging and mostantiated claim." As another example, Musk chose to smoke marlons during an appearance on "The Joe Rogan Experience podcast in August 2018, in what would prove the most financialy damaging of his social media choices to date, Musk tweeted that he was tak ing Testa private and had secured the funding to do so As a result of his tweet the company's shares skyrock eted 11 percent in one day Musk had not actually secured funding to take Tesla private and the SEC charged him with securities fraud He settled the case and agreed to pay $40 milionfine to the SEC, step down as Tesla's chairperson and allow others in the company to regulate his social media activity. A few months after reaching the settlement Musk gave a 60 Minutes interview and said "I do not respect the SEC. While it is not illegal for Musk to criticize the regu Tatory agency, experts agree it's an unwise choice, both in terms of his relationship with the agency and his abil ity to attract board members to his companies. important problems in this come Remember that problem is between a desired and a Current State your problemos a gap, and be sure to consider problems at all three levels more than one desired outcome is not being accomplished, decide which one is most impor tant and focus on it for steps 2 and 3. B Cases have protagonists key players), and problems we generally viewed from a particular protagonist's perspective Identity the perspective from which you're defining the problem STEP 2: lentily causes of the problem by using material from this chapter, summarized in the Organizing Framework shown in Figure 13.6 Causes will appear in other the inputs box of the Processes DOK A Start by looking at Figure 13.6 to identity which person factors, if any, are most likely causes to the defined problem. For each cause ask your se Why is this a couse of the problem? Asking why multiple times is more likely to lead you to root causes of the problem B. Follow the same process for the situation factors Now consider the Processes to shown in Figure 136. Consider concepts listed at all three levels. For any concept that might be a cause, ask yourselt, Why is the a cause? Again do this for several iterations to arrive at root WHAT'S NEXT FOR ELON MUSK? Musk's quiridness, overconfidence, and volatility resemble the attributes and behaviors of other famous entrepreneurs-most notably. Steve Jobs. As con sumers we allow for and even expect a certain amount of idiosyncrasy in our leaders. Yale School of Manage- ment's Dr. Jeffrey Sonnenfeld argues that some me sure of hubris is necessary for entrepreneurs to Succeed, saying, "The odds are against them succeed- ing rationally, so they have to have an unrealistic sense of their own efficacy to beat the odds. But Sonnenfeld also notes that Musk is likely to take himself and the company off a cliff if he doesn't dial things back Tesla recently unveiled its new electric vehicle-the Model Y crossover-to lukewarm reception. Pre-orders started immediately and required a $2,500 initial payment-$1.000 more than the company had charged customers to reserve the Model 3 Market analysts see this increase as couse for concem about the company's cash position and predict that initial orders for the Model Y will be much wer than they were for the Model 3.150 As for that tweet that cost him $40 million in SEC fines and his position as chairman of Tesla's board Musk says it was worth it. D. To check the accuracy or appropriateness of the couses map them onto the defined problem STEP 3: Make your recommendations for solv- Ing the problem. Consider whether you want to resolve it sove it, or dissolve it (see Section 1.5) Which recommendation is desirable and feasible A Given the causes identified in Step 2. what are your best recommendations? Use the content in Chapter 13 or one of the earlier chapters to pro- pose a solubon B. You may find potential solutions in the OB in Action boxes and Applying OB boxes within this chapter. These features provide insights into what other individuals or companies are doing in relationship to the topic at hand. C. Create an action plan for implementing your recommendations APPLY THE 3-STEP PROBLEM- SOLVING APPROACH TO OB STEP 1: Define the problem A. Look first at the outcomes box of the Organizing Framework in Figure 13.6 to help identify the PART 2 Groups